The management systems essentially comprise of design, deployment, review and improvement of the twelve key enterprises processes referred to at Section-1.2, Figure-1.7. Some of the sub processes and programmes include;

• Design of products/services – The design of products/services is driven by customers’ needs, social and environmental considerations.
• Design of production and delivery processes – The design of production and delivery processes are based on the Technical Delivery Condition, which are translated and documented in specific process charts.
• Co-ordination – These processes are coordinated by Customer Service Department (CSD) that is an interface between Marketing & Sales and the Works.

• Daily collection and analysis of data is done to ensure product quality and consistency.
• The PQI captures the improvements made with regard to consistency and improvements in the chemistry and mechanical properties of the steel products.
• Process consistency is also ensured through ISO-9000 and TS-13004 Quality Systems.
• Total Operational Performance (TOP) programme aims at detailed analysis of the baseline performance of the processes and identification of the gaps with benchmarks. Improvement projects are taken up to bridge the gaps. ABC analysis of the cost influencing factors of key processes has been undertaken.
• Learning acquired in one area is shared with and deployed in other areas as well.

The HR processes have improved performance orientation and have been further aligned and integrated with strategic objectives. Tata Steel continuously injects fresh talent from all over the country, from the business schools and technical institutions into the organization through its cadre based recruitment schemes to retain its cosmopolitan nature. Human Resource Management lays emphasis on:

• Institutionalisation of the concept of Total Customer Satisfaction, Internal Customers, and Supply Chains across the organization by MOU’s between suppliers and key customers.
• Continuous improvement is targeted through, employee involvement in cross-functional teams, Quality Circles; divisionalization with profit centres with full autonomy is an embodiment of organization wide empowerment.
• Flexibility and rapid response is achieved through multi-skilling, cluster manning, Business Process Re-engineering on supply chain, flatter organizational structure and innovative reward and compensation schemes.
• Trade Unions are engaged in decision making at all levels from Top Management to shopfloor as shown in Figure#2.1.

• Safety is a high priority area. Several movements to inculcate a culture of safety have been practiced, but the Company needs to do more to prevent accidents and improve its safety record.
• The Technical Education Advisory Committee guides employee development and training in line with strategic goals of the company and long-term objectives. The in-house training centres impart majority of the training programmes. (Technical Institute & Management Development Centre).
• Employees are also deputed to other organizations and training centres in the country and abroad for specialised training.
• Officers are trained into business managers through special general management programmes such as at CEDEP, France.

For further details on employees please refer LA9, LA16 & LA17 under Section on Social Performance.